12. Spider vs. Starfish
Encyclopedia Wikipedia
Britannica
IP Protection Creative Commons
Classifieds Craig’s List
Ford, Chrysler, GM Toyota
War on Terror Al-Qaida
24. About network weaving
Process Strategies
- Survey - Convenings
- Mapping - Introduction
triangles
- Analysis
- Collective learning
- Action
- Town halls
- Simulations
25. Metrics
Awareness: Who knows what’s happening? How likely
is it that information will spread through the network?
Influence: Who do members look to for advice? How
likely is it that members will influence one another?
Connectors: Who links people who would otherwise not
be connected?
Integration: What is the overall state of the network?
Resilience: How dependent is the network on any one
member or connection?
Ask you to suspend your concern about the immediate for awhile - this is, in part, why you belong to this network.
We’d like to share some of the work we’ve been doing with communities at CSW, in particular, the community initiatives team.
There is an emerging very interdisciplinary science of networks, sometimes called complexity theory, sometime the science of complex adaptive systems, or emergence, or pattern science, systems, science.
These words come up frequently...
Draws on:
biology - cell behavior, disease transmission, etc.
natural and ecological systems - the behavior of ants, ecosystems
tech - distributed networks,
economics - competitive advantage, agglomeration
human behavior - wisdom of crowds
Inquiry in each of these areas recently connected and made visible through data visualization techniques.
The Art of Public Strategy (Geoff Mulgan, 2009)
The Plexus Institute (Complexity Theory) http://www.plexusinstitute.org/
http://complexityleadership.wikispaces.com
Why the Garden Club Couldn’t Save Youngstown (Sean Safford, 2009)
Different kinds of networks for different conditions - multiplexity (uniformity did not work for Youngstown, and diversity did work for Allentown)
Porter’s Cluster work
Piore Sabel - felxible specialization
Regional advantage work (Annalee Saxenian)
Place based
Web-based
1. Partnerships are our business
(multistakeholder, multijurisdictional, cross sector, public, private philanthropic - we want to know how to build them and keep them healthy - intentional social networking is key...)
2. One of the simple but profound lessons the web is teaching us is that it is now possible to organize on a mass scale with out orgs. Think about it.
It has enabled large-scale self org (in social terms) This is important for 2 reasons....
a) we’re trying to figure out what the new model of policy in a web20 world looks like.
b) we want to understand emergent or self-organized systems in relation to work, learning economic activity - follow from the key insight that we no longer need organizations to organize at a mass scale - hence, we see Job Angels appear on twitter, barter making a return, barcamp and other unconferences, etc.). Social network analysis tools can make the architecture visible so we can assess what’s strong, weak, and where efforts are likely to emerge.
3. Flow. We’re trying to better understand how information flows among large groups of people (stakeholders in community partnerships but also within organizations.
1. Partnerships are our business
(multistakeholder, multijurisdictional, cross sector, public, private philanthropic - we want to know how to build them and keep them healthy - intentional social networking is key...)
2. One of the simple but profound lessons the web is teaching us is that it is now possible to organize on a mass scale with out orgs. Think about it.
It has enabled large-scale self org (in social terms) This is important for 2 reasons....
a) we’re trying to figure out what the new model of policy in a web20 world looks like.
b) we want to understand emergent or self-organized systems in relation to work, learning economic activity - follow from the key insight that we no longer need organizations to organize at a mass scale - hence, we see Job Angels appear on twitter, barter making a return, barcamp and other unconferences, etc.). Social network analysis tools can make the architecture visible so we can assess what’s strong, weak, and where efforts are likely to emerge.
3. Flow. We’re trying to better understand how information flows among large groups of people (stakeholders in community partnerships but also within organizations.
1. Partnerships are our business
(multistakeholder, multijurisdictional, cross sector, public, private philanthropic - we want to know how to build them and keep them healthy - intentional social networking is key...)
2. One of the simple but profound lessons the web is teaching us is that it is now possible to organize on a mass scale with out orgs. Think about it.
It has enabled large-scale self org (in social terms) This is important for 2 reasons....
a) we’re trying to figure out what the new model of policy in a web20 world looks like.
b) we want to understand emergent or self-organized systems in relation to work, learning economic activity - follow from the key insight that we no longer need organizations to organize at a mass scale - hence, we see Job Angels appear on twitter, barter making a return, barcamp and other unconferences, etc.). Social network analysis tools can make the architecture visible so we can assess what’s strong, weak, and where efforts are likely to emerge.
3. Flow. We’re trying to better understand how information flows among large groups of people (stakeholders in community partnerships but also within organizations.
The reason we established organization was to share information, intelligence, data, knowledge, and resources as a mass scale. The the flow of these things has never followed (strictly) the org chart. We’ve always had informal channels. Social network analysis can help us begin to see what those look like.
A powerful metaphor for two different organizational models.
Ori Brofman, Rod Beckstrom
The spider - the traditional model - is about:
Central control
Leader, surrounded by protection
Claim over territory
Efficiency
Cut the spider in half and it dies
The value is in the control.
Starfish:
Dispersed power
Redundancy ok
No leader
Cut the starfish in half and you have two starfish
The value is in the relationships.
Spider has been the dominant model.
We’ve had the starfish - think alcoholics anonymous or Al-Qaida - but the power of the networked web has enabled almost anyone to launch the building of a starfish network for almost any purpose. Some of these have evolved into hybrid businesses (wikipedia, opesource movement), and more and more firms are taking on starfish characteristics.
Key takeways:
- This change is driven by people, it’s only enabled by technology.
- It cuts across firms, industries, communities.
- It’s necessary for addressing the most significant challenges we have (wicked problems).
That’s why the partnerships we’re trying to help create are like starfish.
Ultimately, it’s people driving transformation - enabled by technology. Lots of metaphors emerging to describe this shift.
A powerful metaphor for two different organizational models.
Ori Brofman, Rod Beckstrom
The spider - the traditional model - is about:
Central control
Leader, surrounded by protection
Claim over territory
Efficiency
Cut the spider in half and it dies
The value is in the control.
Starfish:
Dispersed power
Redundancy ok
No leader
Cut the starfish in half and you have two starfish
The value is in the relationships.
Spider has been the dominant model.
We’ve had the starfish - think alcoholics anonymous or Al-Qaida - but the power of the networked web has enabled almost anyone to launch the building of a starfish network for almost any purpose. Some of these have evolved into hybrid businesses (wikipedia, opesource movement), and more and more firms are taking on starfish characteristics.
Key takeways:
- This change is driven by people, it’s only enabled by technology.
- It cuts across firms, industries, communities.
- It’s necessary for addressing the most significant challenges we have (wicked problems).
That’s why the partnerships we’re trying to help create are like starfish.
Ultimately, it’s people driving transformation - enabled by technology. Lots of metaphors emerging to describe this shift.
Scale takes on different meaning.
Scale takes on different meaning.
Transition now from the theory of social networks to the application.
Social networks are big - online, offline, both.
For scale...
2M people at Obama inauguration
January 2009 (growing very quickly, especially twitter, but I wanted the comparison to be close to a single point in time).
Social media is so popular because it enables us to be social (create communities) in ways that make sense to us.
2M people at inauguration
3 million tweets everyday
35 M in Tokyo
100 million videos viewed every day
150 million registered FB users
300 million people in the US
346 million readers of blogs everyday
We have all become community organizers, and producers of media in some form.
This is transformative.
Today we’ll focus on networks.
Enabling structures, community managers.
Lisa Strausfeld and James Nick Sears designed the illustrations for the cover story of the 3 December issue of The New York Times Magazine. The piece, titled \"Open-Source Spying\" is about whether blogs and wikis could be used by agencies like the C.I.A. and F.B.I. to combat terrorism. The visualizations create a three-dimensional space in which the physical relationship of actors, weapons and targets suggest their level of connection in an attack.
Intellipedia is an online system for collaborative data sharing used by the United States intelligence community (IC). It was established as a pilot project in late 2005 and formally announced in April 2006 [1][2] and consists of three wikis running on JWICS, SIPRNet, and Intelink-U. They are used by individuals with appropriate clearances from the 16 agencies of IC and other national-security related organizations, including Combatant Commands and other federal departments. The wikis are not open to the public.
Intellipedia is a project of the Office of the Director of National Intelligence (ODNI) Intelligence Community Enterprise Services (ICES) office headquartered in Fort Meade, Maryland. It includes information on the regions, people, and issues of interest to the communities using its host networks. Intellipedia uses MediaWiki, the same software used by the Wikipedia free-content encyclopedia project.[3] ODNI officials say that the project will change the culture of the U.S. intelligence community, widely blamed for failing to \"connect the dots\" before the attacks of September 11, 2001.
The SIPRNet version predominantly serves U.S. Department of State and Department of Defense personnel, many of whom do not use the Top Secret JWICS network on a day-to-day basis. Sensitive but Unclassified Network (SBU) users can access Intellipedia from remote terminals outside their workspaces via a VPN, in addition to their normal workstations. Open Source Intelligence (OSINT) users share information on the unclassified network.
gov20camp
This is a map of 10 large hospital systems that wanted to explore innovations in healthcare together. When they started they were dominated by the hospital group in the center--but were pretty lossely connected. In fact, some hospitals were not connected to the larger group at all.
During the next year, the network had several face to face meetings where they met in smaller groups that were interested in different topics, This way peope got to know others who were interested in exploring the same things, and this helped them get to know each other. The network had several people who were network weavers and also set up phone calls and small meetings between the large meetings where people could learn from experts around the county (thus expanding their periphery)… they called apon some of these people when they started working on innovatative collaborations (such as researching electronic records)
Maps are also very useful to help us id “hidden leadership”: This is an example of 6 counties that had just lost 5000 jobs when a major factory moved and wanted to work together to create a new more diverse economy. When we mapped “who do you look to for new ideas about the economy,The organizing group, mostly men with traditional economic dev background saw that they looked to each other. When the group looked at the map , they also saw that the one person who had lots of connections to other places around the country who were experimenting with new econ strategies, was a woman who was barely connected to this organizing core. Because of the map, she was able to start playing a leadership role in introducing new ideas to the network.
Here are 4 units in a hospital fighting the spread of the penicillin resistant staph infection MRSA. The units that were the best networked (GREEN, BLUE) had the lowest spread of infection, because everyone in the unit was working with each other and experts to make a lot of changes to contain the infection.. Units that were more centralized and isolated, (RED, YELLOW) were not able to deal with the infection well.
We use to...
Under the category of “tools are transformative”
Capture - participate
Strategy - Iteration (Dan Pink - there is no plan!)
Knowledge - Intelligence
Expert (knowledge) - Wisdom of crowd (intelligence)
Database - River
Hierarchy - Network
One-to-many - Many-to-many
Proprietary - Opensource
Focus group - Crowdsource
Privacy - Transparency
IP protections - creative commons
Available upon request - Available
Re-Mix
Mashup
